Welcome to The Fordyce Letter:

The Fordyce Letter

Straight Talk for the Recruiting Profession


For Managers

For Managers

A Recruiter Job Posting Like No Other



tim sackett project

Okay, I’m adding a recruiter to my team. At hru-tech.com we do mostly engineering and IT contract recruiting, some direct placement recruiting and some project RPO work for clients around the country.

I would put my team up against anyone. They’re that good, and most are home grown! That’s right, the majority of our staff came in entry level and we smacked off that new car smell as fast as bag of Taco Bell that’s been sitting in your back seat for three weeks in the summer.

I started looking around and getting the word out a couple days ago. You would think it would be easy. I don’t really ask for a lot, but I sure know it when I ‘hear’ it! Recruiting is a pretty good gig. It’s transferable. I’ve worked in five different states, four different industries, and my recruiting skills I can take with me anywhere. It’s the one thing I can guarantee you, if you come work for me. You’ll always be able to find a job and make money. Every economy needs good recruiters.

Ask Barb, For Managers

Managers Must Teach Fishing



Ask Barb

Dear Barb:

I’m managing a team of five recruiters, but I’m still responsible for my own production. Most of my day is spent answering questions, making matches and hand-holding my recruiters. I can’t stop helping them because without my help we would not hit goals.

My owner only cares that goals are reached, but I don’t know how much longer I can carry the office or work the hours I’m working. I like the override I’m getting paid, but I could actually make more money if I only focused on my production.

Should I walk away from being a manager?

Joe D.
Topeka, KS
Business, For Managers, Viewpoint

Don’t Just Promote Your Top Biller



headphone recruiter-free-stockimages

OK, it’s time to promote. Naturally any company’s preference would be and usually is to promote from within. However, when it comes to the world of recruiting, all bets are off the table.

Recruiting is an animal unique unto itself. It is sales, business development, and sourcing all in one. No other sales-related job has such a unique structure, and requires so many different segments of the sales process to come together in order to be successful. I’ve worked with many recruiters and salespeople over the years, and have seen some great recruiters go on to become great managers and leaders in the industry. Yet at the same time, I’ve also seen some great recruiters who can’t manage their way out of a paper bag.

Business, For Managers

What to Measure to Recruit More Efficiently



Arrowchart-free

Arrowchart-freeConventional wisdom: You can’t manage what you don’t measure.

More than just a business world cliché, there’s plenty of evidence that measured performance does lead to a more effective organization in areas as diverse as sales, manufacturing, professional services, and recruiting.

Many organizations use metrics to understand how their sourcing and recruiting processes are working, and where there is room for improvement. But are sourcing professionals and recruiting managers measuring the right things?

For Managers

Want Better Results? Tailor Coaching to the Individual



Business training

Business trainingAs a billing manager, I never seem to have the time to coach my people consistently and they have such a limited attention span that I get the feeling, especially with my veterans, that they aren’t really into learning anyway. How do I find the balance and provide them what they need in a format that is of interest and relevant?

This question ranks as number one among owners, billing managers, and even trainers trying to find the balance between their own work load, and providing their recruiters with essential skills and knowledge. We are all experiencing work environments that are intensely more competitive and constantly changing, with business goals and objectives that continue to escalate. And while there are still seven days in a week and 24 hours in a day, our challenge is to do more with those same seven days and 24 hours then we did just a year ago.

So how do we begin to find the gift of time to coach our people? And who is to say they are open to receiving it?

For Managers, The Business of Recruiting

Here’s How to Fix Your Comp Plan to Keep the Winners



Money hands - freedigital

Money pile - freedigitalCompensating recruiters – it’s straightforward, right? All recruiters just get a cut of what they bill – yes? Well actually, no!

While this may be the prevalent model in the U.S., in my view this approach is far too simplistic. It tends to suggest that the founders of the business have given no real thought to what they may ultimately want the firm to look like, and how compensation needs be structured in order to attract the best possible talent through every stage without overpaying. Is the business a lifestyle business or are you trying to create something of value and building towards an exit? The disciplines around compensation, profit drop through, and costs will all be different depending on the goal of the business. Owners of staffing firms have to think about why the best recruiter is going to join their company – and why the current top performer is going to stay.

For Managers

8 Tips to Help You Be A More Decisive Leader



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Stress illustrationBeing able to make good decisions quickly is essential to business success. If you find yourself hesitating when it comes to making a choice, use these eight tips to help you be more decisive:

1.    Have a clear decision making process. If you don’t have a good critical thinking process in place, you may be reluctant to make important decisions. You don’t have confidence in your methodology so you look for more data, ask more people, and do more analysis. A good thinking process will help you know when you have enough information to move forward.  In order to make a good decision you need to gather information

For Managers

7 Easy Ways To Measure Employee Performance



Worker review-free

Worker review-freeProductive employees are the lifeblood of every recruiting business, but how do you assess their performance levels? Do they understand your goals and expectations? Are they meeting their personal objectives?

Every company should continually monitor and evaluate their employees; here are seven easy ways to quickly gauge performance and ensure your firm is on the right track:

For Managers, The Business of Recruiting

Why Agency Recruiters Make Great Corporate Recruiters



Businessman on road to choices

Businessman on road to choicesCorporate hiring technical recruiters or sourcers with agency background experience has always been a trend. Why is this? What are the skills that agency recruiters and sourcers have that make them appealing to leaders of corporate staffing teams?

If you do work on the agency side, but want to break into corporate, what do you have to do? Do you possess the skills that will make you marketable to a staffing team on the corporate side?

Just because you work at an agency doesn’t guarantee that you are instantly awesome. You still have to be good at your job. Here are some of the skills needed  to cross over to the other side. And why corporate staffing managers should pay attention:

For Managers

Hiring Right Summary: Keys to Recruiting, Training and Retaining Top Agency Performers



hiring right 7

Note: This is the seventh and final article in a series on decreasing turnover and increasing profits. In the previous articles Terry discussed turnover  (High Turnover Is NOT Just Part of the Business), who to hire (What It Takes to Attract and Hire Recruiting Winners), setting expectations (Your Onboarding Should Not Be Like A Box of Chocolates), training standards (When You Set Standards and Manage to Them, Everyone Knows Where They Stand), performance based training (Performance Base Your Training For Early Success), and understanding motivation to better inspire and lead a team (Improve Commitment by Understanding the Personal Nature of Motivation).

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In our series of seven articles, we have addressed the issues related to decreasing staff turnover and increasing profits. Since the series first appeared (it first began in our monthly print newsletter, The Fordyce Letter in Aug 2013), I have received hundreds of calls and emails from readers wanting to learn more about the principles and concepts presented in these articles. Based on these calls and at the request of many of you, I will attempt to summarize the key elements.